Ch 14 - Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Behavioral Leadership Approaches

attempts to determine the key behaviors displayed by effective leaders

Charisma

form of interpersonal attraction that inspires acceptance and support

Charismatic Leadership

once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership

Coercive Power

one of five sources of a leader’s power that results from the authority to punish

Consideration

a leadership behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust

Contingency Leadership Model

a model that determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand

Dunning-Kruger Effect

a cognitive bias whereby people who are incompetent at something are unable to recognize their own incompetence; not only do they fail to recognize their incompetence, they’re also likely to feel confident that they actually are competent

Employee-Centered Leader Behaviors

emphasize relationships with subordinates and attention to their individual needs

Empowering Leadership

a form of leadership that represents the extent to which a leader creates perceptions of psychological empowerment in others

Ethical Leadership

a form of leadership that focuses on being a moral role model and encouraging others to dod the right thing

Expert Power

one of five sources of a leader’s power, resulting from specialized information or expertise

Full-Range Leadership

approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) “leadership” at one extreme through transactional leadership, to transformational leadership at the other extreme

Global Mindset

your belief in your ability to influence dissimilar others in a global context

Influence Tactics

are conscious efforts to affect and change behaviors in others

Informational Power

power deriving from one’s access to information

Initiating-Structure Leadership

a leadership behavior that organizes and defines - that is, “initiates the structure for” - what employees should be doing to maximize output

Leader-Member Exchange (LMX) Model of Leadership

model of leadership that emphasizes that leaders have different sorts of relationships with different subordinates

Leadership

the ability to influence employees to voluntarily pursue organizational goals

Leadership Coaching

the process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals

Legitimate Power

one of five sources of a leader’s power that results from formal positions with the organization

Machiavellianism

a cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles

Managerial Leadership

involves both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals

Narcissism

a self-centered perspective, feelings of superiority, and a drive for personal power and glory

Path-Goal Leadership Model

approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

Personalized Power

power directed at helping oneself

Power

the ability to marshal human, informational, and other resources to get something done

Production-Centered Leader Behaviors

emphasize the technical or task-related aspects of employees’ roles

Psychological Empowerment

employees’ belief that they have control over their work

Psychopathy

a lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others

Referent Power

one of five sources of a leader’s power deriving from personal attraction

Relationship-Oriented Leadership

form of leadership that is primarily concerned with the leader’s interactions with their people

Reward Power

one of five sources of a leader’s power that results from the authority to reward subordinates

Servant Leadership

a model of leadership that focuses on benefiting multiple stakeholders

Situational Approaches

an approach to leadership where it is believed that effective leadership behavior depends on the situation at hand

Socialized Power

power directed at helping others

Task-Oriented Leadership Behaviors

ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals

Trait Approaches to Leadership

attempts to identify distinctive characteristics that account for the effectiveness of leaders

Transactional Leadership

leadership style that focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance

Transformational Leadership

leadership style that transforms employees to pursue organizational goals over self-interests